Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1698942192187.pdf (South Africa)
Department of Community Safety Ministerial Briefing Session: National Crime Prevention Strategy Minister Marias 22 February 2022 THE WESTERN CAPE SAFETY PLAN - 2019 Halve the Western Cape murder rate in 10 years 2 INTEGRATED CRIME AND VIOLENCE PREVENTION STRATEGY (ICVPS) INTEGRATED CRIME AND VIOLENCE PREVENTION STRATEGY - WCG APPROACH •WCG follows a whole of society/whole of government approach •Is premised on the socio-ecological model when understanding the causes of crime & violence •Three pillars – compared with 6 of ICVPS •Includes national and local gov but has no direct authority over them.
•Roles and responsibilities of key departments and role players are defined •High level indicators determined •Currently establishing a M&E framework •Accountabili ty & reporting through Dept of the Premier & Cabinet •Clear coordination & implementati on structure •Budget allocation through MTEC/MTEF KEY INTERVENTIONS: LAW ENFORCEMENT INTERVENTIONS •LAW ENFORCEMENT ADVANCEMENT PROGRAMME (LEAP) (DOCS) • WCG in partnership with the City of Cape Town, trained and appointed 850 LEOs to 10 priority areas in the metro.
• LEOs focusing on firearm recovery, drugs and alcohol – through searches & joint operations with SAPS.
• Currently undertaking assessment of LEAP Programme •ESTABLISHMENT OF THE AREA BASED TEAM (DOCS) •OTHER KEY INTERVENTIONS: OTHER KEY INTERVENTIONS (continued): • 11 in the metro • 5 in the Districts • Established a Law Enforcement Technical Team • Implementation of the WC anti-gang strategy in the ABTs • Monitoring and oversight over SAPS (DOCS & Ombudsman): Watching briefs • Western Cape Liquor Authority: • Ensuring compliance with liquor regulations at licensed establishment • Supporting the establishment of dog units (DoCS) – Overstrand District • NHW accreditation, support & deployment • Trained and support local municipal peace officer • Providing financial support to District Municipalities : • Safety interventions – and District Safety Plans Social Cohesion interventions •CHRYSALIS & YOUTH SAFETY AMBASSADORS (DOCS): • Recruitment and placement of Youth Safety Ambassadors & youth at Chrysalis •CHILD PROTECTION SERVICES • (including “eye- on-the child” and Isibindi programmes (DSD): Implementation of the of child protection strategy, via district offices and NPOs (including community-based detection of at-risk children and youth) •AFTER-SCHOOL PROGRAMMES (DCAS): •Neighborhood sport- based programmes, MOD centres and after school programmes targeting @risk youth •CHILD AND YOUTH CARE CENTRES (DSD): • Provision of institutional care for children and youth with behavioural changes CRIME PREVENTION PROGRAMMES (DSD): •Support Programme aims to provide a range of specialised probation services to persons (children, youth and adults) in conflict with the law and their victims to reduce recidivism OTHER KEY INTERVENTIONS • School-based and health system programmes (WCED & Health): Detection of at- risk children and youth •First 1000 days Programme (DOH): supporting mothers and infants through first 1000 days of life.
•Parent education and training programmes •Services to Families at Risk; expansion of shelters for Homeless •Substance Abuse programme •Alcohol harms reduction – including amendments to WC Liquor Act •Implementation of WC GBV strategy 6 Challenges 1.

The process and implementation is still very much in development.

Methodologies and focus areas are adapted from time to time.

2.
2.

Following an evidence-based approach – not always enough evidence to advise particular approach, and there are other factors why programmes continue.

3.

Ensuring that there is proper coordination across departments and entities at different levels.

4.

Challenge to ensure that interventions are ‘joined’ up, and not stand-alone interventions.

5.

Interventions vs activities 6.

Limited ability to influence the criminal justice role players.

7.
7.

Key challenge is how to measure impact, and how to correlate impact with interventions.
7 LEAP DEPLOYMENT 8 LAW ENFORCEMENT ADVANCEMENT PROGRAMME (LEAP) Provincial Safety Plan LEAP Officers Working hours Reaction Unit LEAP Statistics ½ the murder rate 1075 LEAP Officers deployed in 13 high-crime police precincts 10 of these precincts are part of the top murder stations in Western Cape Delft, Gugulethu, Harare, Khayelitsha, Kraaifontein, Mfuleni, Mitchells Plain, Nyanga, Philippi East, and Samora Machel Working hours extended to 24- hour shifts A reaction unit of LEAP officers established To aid the strategy to reduce availability of firearms in communities: Respond to outbreaks of violence 92 firearms confiscated from Jan 2021 to Dec 2021 Increased deployments over weekends Areas experiencing Murder flare ups Majority of murders are committed by means of firearms 9 AREA-BASED TEAM APPROACH 10 AREA-BASED TEAM APPROACH 3 2 Mobilises communities as active change agents Action, driving, identifying and solving community challenges 1 Not a structure rather a way of doing things –philosophy of ideas & an approach What is an Area-Based Team?
4 Culture change through a “WOSA” & “WOGA” approach 5 Builds capable partners within communities 1 1 AREA-BASED TEAM APPROACH Two processes that need to happen starting point Governance Develop the Structure Utilise WoSA principles : N O T I S E U Q Y E K How can we work together more effectively ?

Capabilities Development Develop the Partners Utilise PANDA Model : N O T I S E U Q Y E K How can we plan and implement more effectively?
AIM: BUILD RELATIONSHIPS BETWEEN THE PARTNERS AIM: BUILD THE CAPABILITIES OF THE PARTNERS 1 2 AREA-BASED TEAM DESIGN PRINCIPLES 1 2 3 4 Focus on the future, not on the past – “how do we get the future right?”; “how can we avoid this happening again?” Focus on root causes and opportunities – reduce harm by addressing root causes and reducing opportunities for offending; create opportunities that encourage good actions Identify, mobilise and integrate a wide range of knowledge, capacity and resources – the whole-of-society principle Make sure you have integrated safety strategies, rather than uncoordinated safety plans – freedom to choose the most appropriate means to increase safety ABT design principles © Western Cape Government 2012 | AREA-BASED TEAM APPROACH Area Based teams (ABTs) have been established in eleven of the high crime areas in the Cape Town Metropole and one each in Swartland, Theewaterskloof, Witzenberg, George and Beaufort West local municipalities.
ABT Liaison officers were appointed for all 16 ABT areas.

Liaison Officers key focus on relationship building between the different stakeholders in the areas.

The Safety & Security Risk Scorecard (SSRS) methodology and school rating tool has been integrated in the ABT conceptual framework and 367 schools in the 16 ABT areas identified.

The risk profiles of 278 of these schools have been made available to the ABT Liaison Officers to assist with community profiling and development of safety plans.
ABT support Interventions have been held in the 16 ABT areas to facilitate collaboration between safety stakeholders for an improved collective impact regarding violence prevention initiatives.

This included hot spot identification.
14 AREA-BASED TEAMS 16 Area Based Teams 11 areas in the metros 1 in each of the 5 District Municipalities Each area has a profile of the area Dedicated coordinator assigned to the area with support from the Department The coordinator is engaging within the area with role- players WOGA and WOSA Discussions, actions and decisions are recorded Monthly report drafted on each area Learning platforms created to ensure continuous development 1 5 INTERNATIONAL EVIDENCE RECOMMENDING AN APPROACH TO REDUCING VIOLENCE – WHICH WE ARE FOLLOWING Create safe spaces Strengthen relationships between children and caregivers Empower women socially and economically Strengthen education and develop life-skills What?
Ensure effective victim support services Reduce availability and harmful use of alcohol Change harmful social norms on violence and gender Reduce access to firearms and knives World Health Organisation public health approach to reducing violence How?
Data to understand the problem and monitor trends Evidence to inform the selection and design of interventions Intersectoral collaboration (WoSA / WoGA) 16 OVERALL SAFETY PRIORITY APPROACH INFORMED BY A STRONG TOC Data- and evidence-led operational approach Improved law enforcement collaboration through ABTs and other platforms Capacity to focus on drivers of crime (firearms, drugs, alcohol) Influencing strategic police planning processes Community-police relations Policing The effectiveness, professionalism and collaboration between law enforcement agencies in the Western Cape is improved.
Interpersonal violence and violent crime is reduced Alignment with international evidence of what works in reducing violence Safe spaces Safety and social connectedness in public spaces in priority areas is increased.

How will we get there?

Safety Social Cluster Social protective factors against violence are strengthened.
Improve road infrastructure and lighting to improve response time by police and emergency services Improve the design of public spaces to increase safety 17 Wellbeing priority Relationships between children and caregivers Change harmful social norms on violence and gender Decrease harmful alcohol and drug consumption Strengthen the resilience and emotional intelligence of children at risk of violence YOUTH SAFETY AMBASSADORS Employs young people on 12-month contracts Youth Violence Prevention facilitators are young people who implement a variety of Youth Violence Prevention interventions in partnership with other role-players, under the aegis of the prescripts of the Recovery Plan (SPRP) and according to priorities as determined by the local ABTs.
YSAs also play an important support role to the DOH in the ongoing COVID 19 vaccination processes.

Appointed and trained 1062 suitable candidates as Youth Safety Ambassadors (YSAs) in a variety of municipalities, schools and host communities across the Western Cape as youth violence prevention facilitators.

YSAs are a resource to the ABTs and the ABT approach in relation to youth violence prevention strategy on each ABT area.
The YSA Programme will undergo a thorough assessment over the coming three months to assess its effectivity in terms of the collective impact imperatives of the Provincial Safety Plan and ABT methodology.
18 CHRYSALIS ACADEMY •2 courses completed by end December 2021 •246 students graduated from the 21 Alpha and 21 Bravo Courses •The 21 Charlie course with a further 130 students are earmarked to commence in January 2022 •2022/2023 a further 400 youth will be recruited to participate in the Chrysalis programme Since 2019 a total of 2347 students graduated at the Chrysalis Academy and have been placed in EPWP work opportunities 19 CHRYSALIS ACADEMY EXPANSION Chrysalis expansion included the appointment of 11 Chrysalis Youth Hub Ambassadors facilitating and supporting various community interventions in the priority high crime areas The CA also implemented the training of 287 Youth Safety Ambassadors to date to strengthen the programmes and support of YSA in schools, communities and municipalities 20 PEACE OFFICER PROGRAMME •The Chrysalis Academy also implemented the training of 287 Youth Safety Ambassadors to date to strengthen the programmes and support of YSA in schools, communities and municipalities •The Department formalised its agreements with the Metro Training College and Chrysalis Academy to expand the implementation of the Peace Officer programme to support the 24 rural municipalities and communities •Currently, approximately 60 Peace Officers remain active on the DOCS Peace Officer internship programme from Beaufort West, Witzenberg; Breedevalley, Langeberg, Mossel Bay’ Overstrand and other municipalities.
The programme will continue to expand and strengthen the capacity of municipalities with the training and appointment of Peace Officers across all 5 Districts and ABT priority crime areas.

Since the 2018/2019 financial year 354 peace officers were trained.
21 K9 AND REACTION UNITS To date the Department invested more than R31m in the municipalities of Swartland, Overstrand and City of Cape Town to support the establishment and operationalisation of K9 units 22 POLICE INSPECTIONS/STATION VISITS: The Department has assessed 151 police stations in the Western Cape to refine and enhance existing policing oversight programmes directed at contributing to the improvement of the professionalism and the effectiveness of policing and crime investigation 23 SCHOOL RESOURCE OFFICERS (SRO) The SRO partnership with the Western Cape Education Department (WCED) and City of City Town (CoCT) continue to monitor the safety at schools.
During 2022/2023 the WCED earmarked additional funding of R6million to expand the programme to high-risk schools in the Western Cape.

To date the department has funded 130 SROs The Department will support the WCED with the implementation of the Safety & Security Resilience Scorecard in schools to identify and implement safety plans in high-risk schools.

24 NHW INCLUDING THE RURAL SAFETY Since 2019/2020 a total of 15089 NHW structures were vetted.
The total accredited NHW and Farm Watch structures are 489.

The Department facilitated the accreditation of 14 Farm Watches which participated in the Rural Safety Summit hosted by the Department of Agriculture The Department will be working closely with the Rural Safety Committee to capacitate Farm Watches adequately and to address crime in rural areas.

The support provided to NHW amounts to R7 708 165.20 (2019/2020 financial year up until 31 Dec 2021).
25 COURT WATCHING BRIEFS (CWB) INCLUDING THE RURAL SAFETY DESK The Department monitors police conduct for systemic inefficiencies in criminal matters at district courts.

Consequently, it has monitored 1 728 cases in 42 courts since the start of the 2019/2020 financial year.

16 incidents recorded by the Rural Safety Desk, which received SAPS case numbers, have been followed up through the CWB programme.
26 POLICING NEEDS AND PRIORITIES (PNP) The Department has published an annual PNP report since 2010/11.

The annual Policing Needs and Priorities Report has been undertaken in compliance with Section 206(1) of the Constitution, Section 23 of WCCSA, 2013 and in line with DoCS citizen-centric and service delivery focused approach.

The PNPs remains one of the strategic vehicles through which the community voice is factored into both the oversight model of the Department and crime prevention initiatives.
This year, the PNP aims to provide more detailed policy-based recommendations on selected policing needs, including on the use of law enforcement to expand the policing footprint, policing of gender-based crimes, and improving detection and prosecution of crimes.

We have to date submitted 8 PNP reports to the National Minister of Police, to push for more resources for the province 27 WESTERN CAPE POLICE OMBUDSMAN (WCPO) The new WC Police Ombudsman, Major General (Ret.)
Oswald Reddy was appointed and assumed office on 2021-10-01.

During the 2020/2021 financial year the WCPO received 724 complaints and finalized 718.

From 1 April 2021 to 31 December 2021 a total of 332 complaints were received by the WCPO, of which 172 were finalised.

The Office of the Police Ombudsman has investigated 3 675 cases to date.

28 PROGRESS ON LEAP DEPLOYMENT Analysis of health data Where ?
Assist with identification of priority areas, hotspots and circumstances of murders Assist with identification of day of the week & time of the day (pattern analysis) Has influenced the LEAP deployment • Prior to 01 July 2021: Equal deployments in the priority areas • Since 01 July 2021: • More LEAP officers deployed to precincts with higher murders • Second set of deployments prioritized to Kraaifontein, Mfuleni, Harare & Gugulethu based on latest health data • Reaction unit established to deal with flare ups in murders • Improved coordination between Law Enforcement agencies • Prior to 01 July 2021: Deployment predominantly during weekdays, 2 shifts between 06:30 and 22:00 Since 01 July 2021: • • 24 hours / 7-day shift system, deployment numbers aligned to murder data When?
• Current negotiations with Labor Unions in the City to deploy according to flexi hour system concentrated over weekends 29 Homicide: Top 10 Stations in the Province (example of data usage) The top 10 precincts account for 45.5% (1017) of homicides out the total 2232 homicides in the province year to date.

30 MONTH-ON-MONTH CHANGE IN HOMICIDES BY PRECINCT (EXAMPLE OF DATA USAGE) The FPS Report allows us to relatively compare the month on month change in homicides in the highest affected precincts.
When comparing July to June, we see 6 precincts absolute murders decrease, 3 remain unchanged and 1 with an increase.
31 HOMICIDES IN GUGULETHU, 2019 - 2021 (WEEKS 2-45) (EXAMPLE OF DATA USAGE) Gugulethu 12 10 8 6 4 2 0 10111213141516171819202122232425262728293031323334353637383940414243444546474849505152 2019 1 3 2020 2021 3 • • There have been 148 homicides in Gugulethu so far (week 2-45), compared with 116 in 2020 (27.58% increase) and 129 in 2019 (14.72% increase) In week 45, there were 6 homicides in Gugulethu 32 INCREASE IN WEEKEND DEPLOYMENTS SINCE 24-HOUR DEPLOYMENT OF LEAP Weekend deployments Week 20 Week 22 Week 23 Week 24 Week 25 Week 26 Week 27 Week 28 Week 29 Week 30 Week 31 Bishop Lavis Delft Khayelitsha Mitchells Plain Nyanga Philippi Reaction Unit Harare Mfuleni Kraaifontein 33 IMPACT OF CHANGE IN 24-HOUR DEPLOYMENT STRATEGY Pre-intervention (Feb 2020-June 2021) Post-intervention (July 2021) Average No.
of Firearms recovered per month No.
of Firearms recovered in July 2021 3.6 +372% 17 Firearm Recovery Rate 34 DIFFERENCE IN NUMBER OF LEAP DEPLOYMENTS PER PRIORITY AREA Allocated deployment 8 8 7 8 5 8 2 7 3 8 0 8 7 8 5 4 2 5 9 3 35 M&E OVERSIGHT REPORT 36 OVERSIGHT CONDUCTED Police Service Delivery  WCPO received 70 complaints (total of over 3,400 complaints received the inception of the office, in January 2015)  Maj Gen Oswald Reddy was appointed as the new WCPO by the WC Legislature's Standing Committee on Community Safety (29 July 2021)  COVID-19 compliance assessments conducted at 10 police stations in Overberg (5) and Da Gamaskop (5) Clusters respectively National Monitoring Tool (NMT) Station Improvement Plan (SIP)  Station Improvement Plan (SIP) interventions conducted at 5 police stations  Ongoing oversight intervention in support of the ABT strategy  Potential IGR dispute: Mossel Bay Municipality in relation to inhumane station infrastructure affecting staff and community at both KwaNonqaba and the National Herbertsdale respectively (no response from the Office of Commissioner) 37 OVERSIGHT CONDUCTED Customer Satisfactory Survey (CSS)  68% completion ito sample size (95) Domestic Violence Act (DVA) Compliance  18 cases of non-compliance were reported (DVA Compliance Forum) Implementation of IPID Recommendations (IPID Consultative Forum)  28 (30%) of 84 cases investigated classified as ‘negative recommendations’  59 (70%) of the 84 cases were classified as ‘positive recommendations’ Ongoing Court Watching Brief (CWB) programme  Focus on courts servicing the priority stations and GBV cases in line with ABT strategy  Training of 6 newly appointed CWB officials from the DoCS&L, KwaZulu- Natal (KZN) 38 COMMUNITY MOBILISATION 39 CPF BASELINE SUPPORT Alongside the ABT approach, the directorate continues to offer baseline funding to to promote good community police relations the 151 CPFs in the Province, between the police and safety partners.
CPF Baseline funding: (R5,000.00 annually) - the aim is to improve community police relations by enhancing the capacity and functionality of CPF structures in the province to fulfil their legislative mandate, according to the South African Police Services Act 68 of 1995.

Seventy-eight (78) CPF applications for funding have been approved to date.

 Most of the Field Worker attention has now been shifted to the implementation of the ABT approach.
Challenges experienced with baseline funding to date:  Covid-19 environment presented challenges ito CPFs being unable to meet to discuss their projects, due to limited access to online meeting platforms, suitable devices and data to connect for online meetings.

Staff deployments were also affected: quarantine and isolation protocols (Jul.

– Aug. 2021)   Financial prescript requirements - online banking documentation not accepted.
40 STATUS OF CPF AGMS 2019/20-2021/22 CPF AGMs: A total of 150 out of 151 elective AGMs were facilitated (To date - 133 CPFs were issued with AGM Certificates, signed by the SAPS Provincial Office and the Department; SAPS vetting in process for 17 elected CPF ExCos) One AGM has not been concluded as governance matters (Philippi) there are outstanding DoCS and SAPS are working together to resolve this matter to conclude the outstanding CPF AGM as Philippi is an ABT area.
41 COMMUNITY SAFETY FORUMS (CSF) PROGRESS REPORT Financial Support to the five (5) district municipalities - 3rd year running: Year Period Funding as per Prov.
Gazette Dec. 2018 – Nov. 2019 Dec. 2019 – Nov. 2020 Dec. 2020 – Nov. 2021 (current year till 30/11/2021) R5m R5.7m R10.5m(R2,1m per DM) Dec. 2021 – Nov. 2022 (current financial year from 01/12/2021) R11.615m (R2,323m per DM) Dec. 2022 – Nov. 2023 Dec. 2023 – Nov. 2024 R12.175m R11.735m District CSFs were assessed i.t.o functionality, including establishment District municipalities and CSFs were supported by means of capacity building 42 POLICY AND RESEARCH 43 WCG COVID HOTSPOT APPROACH The WCG has continued with its Hotspot approach to coordinate services to respond to Covid-19 DoCS coordinates the WOGA approach for the Khayelitsha and Eastern areas sub health district Meets monthly to:  Review progress with regards to infections, serious illness, treatment and deaths  Vaccination roll-out  Communications  Security issues around Covid-19 44 SAFETY AND SECURITY RESILIENCE SCORECARD (SSRS) 45 BACKGROUND l e a n o i t a R t p e c n o C WCED schools exposure to risk required: Institutionalisation of safety & security Integrated risk-based approach Single risk identification taxonomy amongst stakeholders Appropriate resource allocation Integration of stakeholder efforts Endorsing the concept of “safety is everyone’s responsibility” Establishing a security risk management approach for schools at risk Establishing accountability and shared ownership for safety and security outcomes Strengthening stakeholder relationships Integrating current business processes 46 STRUCTURE Designed in line with the National School Safety Framework Focus Pillars Physical Security School Governance Parent and Learner Whole of Society Plugins Additional capabilities Anti-gang Strategic overview After School Programme Treatment Plan 47 SAFETY AND SECURITY RESILIENCE SCORECARD (SSRS) OPERATION External Pillars: Physical Security and Whole of Society: Measures impact of safety issues and external environment on school Internal Pillars: School Governance and Learner & Parent: Measures compliance in relation to NSSF within the
 boundaries of the school MEASURES SSRS OPERATION A final risk rating of High-, Medium- or Low-Risk Management Overview - breakdown of the school’s rating RESULTS RESULTS Treatment Plan 48 SSRS RESULTS: FULL ANALYSIS (15 NOVEMBER 2021) 994 SCHOOLS ASSESSED 703 PRI MARY SCHOOLS 226 HI GH SCHOOLS 14 SCHOOLS OF SKILLS 20 SPECI AL SCHOOLS 15 COMBI NED SCHOOLS 16 I NTERMEDI ATE SCHOOLS RATED SCHOOLS FOOTPRINT SCHOOLS ASSESSED PER DISTRICT 2 1 1 1 9 4 7 8 6 1 3 2 1 2 8 5 8 1 9 5 1 FINAL RISK RATINGS 3% 31% 66% RATINGS PER PILLAR High Risk Medium Risk Low Risk 13 467 514 483 167 218 431 609 92 267 635 High Risk Medium Risk Low Risk P H Y S I C A L S A F E T Y 80 S C H O O L G O V E R N A N C E L E A R N E R & P A R E N T W H O L E O F S O C I E T Y SCHOOL INCIDENTS & BREACHES: GANG-RELATED INCIDENTS & BREACHES: GANG FOOTPRINT ON SCHOOL TURF: 1.
SUBSTANCE ABUSE 1.

ALLEGED GANG MEMBER LEARNERS 1.

AMERICANS 2.

BULLYTING 3.

TRESSPASSING 2.

LEARNERS DISPLAYING GANG EMBLEMS 2.

JUNKY FUNKY KIDS 3.

INTIMIDATION OF LEARNERS/STAFF 3.

HARD LIVINGS 4.

UNAUTHORIZED ACCESS 4.

GANG PRESENCE AT SCHOOL 4.

JUNIOR CISCO YAKKIES 5.

VANDALISM 5.

EXPLOITATION OF LEARNERS & STAFF 5.
FANCY BOYS Gfg schools fully or partially fenced 83% 97% 73% schools have a disciplinary procedure in place School entryways are controlled & supervised Governance and Learner & Parent pillars predominantly Medium to Low Risk •55% schools do not issue visitors with visible passes •55% schools do not have an anti-bullying strategy in place •52% of schools reported the educators cannot operate a fire extinguisher 30% of schools’ boundaries located around gang turfs 49% schools recorded the use of substance abuse amongst learners 29% schools don’t perform random search & seizures A collaboration between WCED & Community Safety •Physical Safety & Whole of Society predominantly Medium to High Risk Thank you